In response to Ministers’ challenge, the rail industry has set out a Performance Restoration Framework, to improve punctuality and reliability by addressing the root causes of delays and cancellations, including timetable resilience, staffing, fleet reliability and infrastructure performance.

DfT Operator (DfTO), as the Government’s public sector rail owning group, will continue to work with Network Rail and train operators to drive whole-system improvement and deliver tangible change for customers. The Department will continue to hold DfTO and Network Rail to account for delivery of operational performance.

The Department does not compile delay statistics on a constituency basis. We have made punctuality and cancellation data available at more than 1,700 stations across England, including Hartford, Winsford, Northwich and Greenbank, which can be accessed via the Office of Rail and Road’s new data portal which is available at the following website:

https://dataportal.orr.gov.uk/performance.

The Ministry of Justice publishes regular data on probate timeliness and open caseload in the quarterly Family Court Statistics bulletin, available at Family Court Statistics Quarterly - GOV.UK.

Published statistics include a range of breakdowns which enable timeliness and open caseload to be viewed by application type, application channel (paper or digital) and whether an application was stopped because further information or clarification was required from the applicant.

HM Courts & Tribunals Service (HMCTS) does not classify probate applications as "specialist" or "non-specialist", nor is there a dedicated Lost Wills Team. Consequently, HMCTS does not routinely hold or publish the information requested on waiting times, staffing levels or caseloads for such categories.

Caseworkers receive ongoing training across all aspects of probate work and are deployed flexibly across workstreams to respond to operational demand and ensure resources are directed where they are needed most.

HMCTS is particularly focused on reducing waiting times for paper applications for letters of administration with a will annexed. Timeliness measures for these applications include the time taken for applicants to respond to requests for further information, which can be longer where correspondence takes place by post.

To improve waiting times, HMCTS has invested in additional staff in 2026, alongside system and process improvements and a programme of upskilling. These measures are intended to improve processing times and prevent growth in the outstanding caseload.

The Ministry of Justice publishes regular data on probate timeliness and open caseload in the quarterly Family Court Statistics bulletin, available at Family Court Statistics Quarterly - GOV.UK.

Published statistics include a range of breakdowns which enable timeliness and open caseload to be viewed by application type, application channel (paper or digital) and whether an application was stopped because further information or clarification was required from the applicant.

HM Courts & Tribunals Service (HMCTS) does not classify probate applications as "specialist" or "non-specialist", nor is there a dedicated Lost Wills Team. Consequently, HMCTS does not routinely hold or publish the information requested on waiting times, staffing levels or caseloads for such categories.

Caseworkers receive ongoing training across all aspects of probate work and are deployed flexibly across workstreams to respond to operational demand and ensure resources are directed where they are needed most.

HMCTS is particularly focused on reducing waiting times for paper applications for letters of administration with a will annexed. Timeliness measures for these applications include the time taken for applicants to respond to requests for further information, which can be longer where correspondence takes place by post.

To improve waiting times, HMCTS has invested in additional staff in 2026, alongside system and process improvements and a programme of upskilling. These measures are intended to improve processing times and prevent growth in the outstanding caseload.

The Ministry of Justice publishes regular data on probate timeliness and open caseload in the quarterly Family Court Statistics bulletin, available at Family Court Statistics Quarterly - GOV.UK.

Published statistics include a range of breakdowns which enable timeliness and open caseload to be viewed by application type, application channel (paper or digital) and whether an application was stopped because further information or clarification was required from the applicant.

HM Courts & Tribunals Service (HMCTS) does not classify probate applications as "specialist" or "non-specialist", nor is there a dedicated Lost Wills Team. Consequently, HMCTS does not routinely hold or publish the information requested on waiting times, staffing levels or caseloads for such categories.

Caseworkers receive ongoing training across all aspects of probate work and are deployed flexibly across workstreams to respond to operational demand and ensure resources are directed where they are needed most.

HMCTS is particularly focused on reducing waiting times for paper applications for letters of administration with a will annexed. Timeliness measures for these applications include the time taken for applicants to respond to requests for further information, which can be longer where correspondence takes place by post.

To improve waiting times, HMCTS has invested in additional staff in 2026, alongside system and process improvements and a programme of upskilling. These measures are intended to improve processing times and prevent growth in the outstanding caseload.

The Ministry of Justice publishes regular data on probate timeliness and open caseload in the quarterly Family Court Statistics bulletin, available at Family Court Statistics Quarterly - GOV.UK.

Published statistics include a range of breakdowns which enable timeliness and open caseload to be viewed by application type, application channel (paper or digital) and whether an application was stopped because further information or clarification was required from the applicant.

HM Courts & Tribunals Service (HMCTS) does not classify probate applications as "specialist" or "non-specialist", nor is there a dedicated Lost Wills Team. Consequently, HMCTS does not routinely hold or publish the information requested on waiting times, staffing levels or caseloads for such categories.

Caseworkers receive ongoing training across all aspects of probate work and are deployed flexibly across workstreams to respond to operational demand and ensure resources are directed where they are needed most.

HMCTS is particularly focused on reducing waiting times for paper applications for letters of administration with a will annexed. Timeliness measures for these applications include the time taken for applicants to respond to requests for further information, which can be longer where correspondence takes place by post.

To improve waiting times, HMCTS has invested in additional staff in 2026, alongside system and process improvements and a programme of upskilling. These measures are intended to improve processing times and prevent growth in the outstanding caseload.

The Ministry of Justice publishes regular data on probate timeliness and open caseload in the quarterly Family Court Statistics bulletin, available at Family Court Statistics Quarterly - GOV.UK.

Published statistics include a range of breakdowns which enable timeliness and open caseload to be viewed by application type, application channel (paper or digital) and whether an application was stopped because further information or clarification was required from the applicant.

HM Courts & Tribunals Service (HMCTS) does not classify probate applications as "specialist" or "non-specialist", nor is there a dedicated Lost Wills Team. Consequently, HMCTS does not routinely hold or publish the information requested on waiting times, staffing levels or caseloads for such categories.

Caseworkers receive ongoing training across all aspects of probate work and are deployed flexibly across workstreams to respond to operational demand and ensure resources are directed where they are needed most.

HMCTS is particularly focused on reducing waiting times for paper applications for letters of administration with a will annexed. Timeliness measures for these applications include the time taken for applicants to respond to requests for further information, which can be longer where correspondence takes place by post.

To improve waiting times, HMCTS has invested in additional staff in 2026, alongside system and process improvements and a programme of upskilling. These measures are intended to improve processing times and prevent growth in the outstanding caseload.

The Ministry of Justice publishes regular data on probate timeliness and open caseload in the quarterly Family Court Statistics bulletin, available at Family Court Statistics Quarterly - GOV.UK.

Published statistics include a range of breakdowns which enable timeliness and open caseload to be viewed by application type, application channel (paper or digital) and whether an application was stopped because further information or clarification was required from the applicant.

HM Courts & Tribunals Service (HMCTS) does not classify probate applications as "specialist" or "non-specialist", nor is there a dedicated Lost Wills Team. Consequently, HMCTS does not routinely hold or publish the information requested on waiting times, staffing levels or caseloads for such categories.

Caseworkers receive ongoing training across all aspects of probate work and are deployed flexibly across workstreams to respond to operational demand and ensure resources are directed where they are needed most.

HMCTS is particularly focused on reducing waiting times for paper applications for letters of administration with a will annexed. Timeliness measures for these applications include the time taken for applicants to respond to requests for further information, which can be longer where correspondence takes place by post.

To improve waiting times, HMCTS has invested in additional staff in 2026, alongside system and process improvements and a programme of upskilling. These measures are intended to improve processing times and prevent growth in the outstanding caseload.

The specific information requested by the Hon. Member is not available, but on the wider issue of corridor care, I refer him to the answer I provided on 29 June 2026 in response to Question 12058.

The specific information requested by the Hon. Member is not available, but on the wider issue of corridor care, I refer him to the answer I provided on 29 June 2026 in response to Question 12058.

The University Hospitals of Leicester NHS Trust is working with the Leicester, Leicestershire, and Rutland Integrated Care Board and NHS England to improve accident and emergency performance by reducing avoidable demand, improving patient flow, and expanding care closer to home.

Across Leicester, Leicestershire and Rutland, approximately £7.5 million is being invested this year to strengthen urgent and emergency care through a neighbourhood-based approach. This includes expanding Same Day Emergency Care, improving urgent community response services, increasing same-day access in primary care, strengthening frailty services, improving discharge arrangements, and enhancing clinical triage so patients receive care in the most appropriate setting. Together, these measures are intended to reduce pressure on emergency departments and improve waiting times.

These local improvements are supported by national action through the Urgent and Emergency Care Plan for 2025/26, backed by over £450 million of investment in urgent and emergency care capacity. This includes publishing national clinical standards through the Model Emergency Department, Model Acute Pathway, and Model Discharge Pathway, to improve patient flow and support faster assessment, treatment, and admission or discharge.

The Government recognises that stressful life events can have a significant impact on people's mental health. Integrated care boards are responsible for commissioning mental health services to meet the needs of their local populations, including for parents and families involved in court proceedings. The forthcoming Mental Health Strategy will set out ambitious plans to transform access to mental health support across England, with a focus on early intervention and prevention.

Over the last 12-months there were 8,721 station stops at Spalding, of these 6,461 were early or within one minute of the scheduled arrival time, 1,209 were between one and three minutes late and 1,051 were three or more minutes late.

The information requested could only be provided at disproportionate cost.

The Department recognises that the recent reliability of East Midlands Railway (EMR) services serving Leicester and the Midland Main Line has not been adequate. The Department, through DFTO, has been clear to EMR that the current service is unacceptable and is working closely with EMR and industry partners to urgently improve performance.

From 31 August 2026, EMR will increase its Intercity services from 87% to 92% of the full planned timetable, this represents a significant step towards restoring services for passengers. This improved timetable has been designed around the trains currently available and will restore a number of previously withdrawn services, while improving overall reliability and resilience. It is expected to reduce planned weekly cancellations across the Intercity route by approximately 45% compared with the temporary timetable introduced in July. The enhanced timetable will also increase capacity on EMR’s Intercity services from 81% to 84% of the full planned timetable.

The Department recognises that the recent reliability of East Midlands Railway (EMR) services serving Leicester and the Midland Main Line has not been adequate. The Department, through DFTO, has been clear to EMR that the current service is unacceptable and is working closely with EMR and industry partners to urgently improve performance.

From 31 August 2026, EMR will increase its Intercity services from 87% to 92% of the full planned timetable, this represents a significant step towards restoring services for passengers. This improved timetable has been designed around the trains currently available and will restore a number of previously withdrawn services, while improving overall reliability and resilience. It is expected to reduce planned weekly cancellations across the Intercity route by approximately 45% compared with the temporary timetable introduced in July. The enhanced timetable will also increase capacity on EMR’s Intercity services from 81% to 84% of the full planned timetable.

I refer the Hon. Member to the answer I provided on 15 June 2026 in response to Question 7599.

The Government assessed Extended Producer Responsibility for packaging (pEPR) through the 2024 impact assessment. pEPR incentivises businesses to reduce unnecessary packaging, increase recyclable materials and improve packaging design by making producers responsible for household packaging waste management costs. From 2026, fees will be modulated using PackUK’s Recyclability Assessment Methodology, with less recyclable packaging attracting higher fees and more recyclable packaging attracting lower fees. Evidence includes the impact assessment, producer-reported data, local authority cost modelling, and extensive consultation and engagement. PackUK’s forthcoming five-year strategy will detail how environmental benefits, including packaging reduction and recycling quality and quantity, will be tracked.

The department is determined to strengthen the oversight and accountability of local authorities to drive up the quality of the service they provide. This is why, for example, as part of proposed special educational needs and disabilities (SEND) reforms that we consulted on earlier this year, we proposed strengthening the education, health and care (EHC) needs assessment process, so it is clearer, simpler and reflects the voice of parents, carers and the child or young person. We also proposed strengthening transparency and accountability around Tribunal judgments by requiring local authorities to publish regular updates that summarise any judgments against them and set out how they will remedy any wider systemic issues.

The SEND consultation has now closed. We are carefully reviewing and taking into account all responses submitted to the consultation, alongside feedback from engagement events and will set out our response in due course.

As to the current system, the department expects local authorities to work closely with families in their decision-making over EHC plans, to support them to participate fully in the process and to make decisions in a timely fashion, as they are required to do by law.

All local areas are due to receive a full inspection under the current Ofsted and Care Quality Commission Area SEND inspection framework by the end of 2027. As per the SEND reform consultation, we have proposed updating the framework to align to clarified statutory roles that local authorities and integrated care boards will have in relation to children and young people with SEND.

The department publishes annual data on EHC plans and assessments, including timeliness.

Where serious concerns arise, the department may intervene directly, using statutory powers and improvement partners to support service improvement.